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| Criterion |  Business Strategy Value Chain Analysis |  Operations A3 Problem Solving |  Business Strategy VRIO Framework |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 3-8 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | A3 Report, Action Plan, Root Cause Analysis | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanProblem solvingCoachingOperations | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |